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Social Networks and Psychological Safety: a Model of Contagion Soares, A.E Social networks and psychological safety: A model of contagion Soares, A.E. and Lopes, M.P. Published version deposited in CURVE December 2015 Original citation & hyperlink: Soares, A.E. and Lopes, M.P. (2014) Social networks and psychological safety: A model of contagion. Journal of Industrial Engineering and Management, volume 7 (5), 995-1012. http://dx.doi.org/10.3926/jiem.1115 Article's contents are provided on a Attribution-Non Commercial 3.0 Creative commons license. Readers are allowed to copy, and communicate article's contents, provided the author's and Journal of Industrial Engineering and Management's names are included. It must not be used for commercial purposes. To see the complete license contents, please visit http://creativecommons.org/licenses/by-nc/3.0/. CURVE is the Institutional Repository for Coventry University http://curve.coventry.ac.uk/open Journal of Industrial Engineering and Management JIEM, 2014 – 7(5): 995-1012 – Online ISSN: 2013-0953 – Print ISSN: 2013-8423 http://dx.doi.org/10.3926/jiem.1115 Social networks and psychological safety: A model of contagion André Escórcio Soares1, Miguel Pereira Lopes2 1Polytechnic Institute of Tomar (Portugal) 2School of Social and Political Sciences, University of Lisbon and CAPP – Public Policies and Administration Center (Portugal) andre.escorcio@ip t.pt, [email protected] Received: March 2014 Accepted: August 2014 Abstract: Purpose: We attempted to explain how the interactions between members influence the psychological safety of a team using social network analysis by proposing a model based on social contagion in which the psychological safety of the central member has a key role in the psychological safety of the whole team. Design/methodology: We present a theoretical paper which crosses theory about social network analysis, psychological safety and social contagion. Findings: We suggest that there are two groups of variables that mediate this relationship. The first group concerns the characteristics of the node and is composed by the proximity to the node’s personal characteristics and the value of the central member as a source of information. Second, we advance that there are two dimensions at the level of tie properties that mediate the influence of a central member on team psychological safety – tie strength and friendship level. Finally, the interacting opportunities- a variable at context level - is considered to affect the strength of the ties. We also advance some variables that mediate the influence of the psychological safety of a central member on the psychological safety of the team. -995- Journal of Industrial Engineering and Management – http://dx.doi.org/10.3926/jiem.1115 Originality/value: To the best of our knowledge there is no significant research using social network analysis to explain the process by which a team becomes psychologically safe. On the other hand, because psychological safety tends to be a team construct it is important to understand how team dynamics, evidenced by social network analysis, influence the formation of psychological safety through contagion processes. Keywords: Psychological safety, Teams, Social network analysis, Contagion 1. Introduction In the last years several studies have tried to shed light on what makes a “good team”. However, they focused on an input-process-output framework, i.e. they have generally tried to understand the properties (e.g. size, ability, etc.) that produce desirable behaviours (e.g. quality of group performance), emotions (e.g. satisfaction) and other results (see Gist, Locke, & Taylor, 1987 for a review). Contrarily, Stacey (1996) states that teams are non-linear feedback networks that are continuously involved in ongoing processes of positive and negative feedback. On the other hand, Kozlowski and Ilgen (2006, pp. 78) argue that “teams are complex dynamic systems that exist in a context, develop as members, interact over time, and evolve and adapt as situational demands unfold”. In this sense it is important to understand how the interaction between team members affects team functioning. So the traditional linear perspective has failed to capture the complex dynamics inherent in these strong interaction processes (Losada & Heaphy, 2004). In line with these perspectives, to have a clear understanding of the functioning of teams and to predict their effectiveness it is crucial to study personal relations within teams. In this sense, social network analysis (SNA) is a useful methodology to understand the intra-group relations, specially the informal relations within a team and consequently their result. For example, Coleman (1988) stressed the positive effect of cohesive social ties on the existence of effective norms and on the trustworthiness of social structures which diminishes the uncertainty of their exchanges and enhances their ability to cooperate. On the other hand, the social environment in which these interactions occur plays a key role on team performance and effectiveness. In this article we intend to explore a specific dimension of the social environment - the psychological safety - defined as a shared belief held by the members of a team that the team is safe for interpersonal risk-taking (Edmondson, 1999). Everyone has experienced situations in which they felt that the social environment was not safe to take interpersonal risk and, because of that, avoided to interact with others. For example, when a student notices a lecturer made a mistake he may feel reluctant in pointing out the mistake. This happens, not only because he is afraid of the lecturer’s reaction, but also because he is afraid of the reaction of the entire class. This also happens in organizations, for -996- Journal of Industrial Engineering and Management – http://dx.doi.org/10.3926/jiem.1115 example when a worker finds an error on the system but doesn’t feel comfortable to talk about it. Edmondson (1999) advanced that individuals act like this in order to protect their personal image. For example, if a worker admits the error he may be seen as a negative person. In this sense psychological safety is an individual psychological state (rather than a personal trait) in which individuals feel that the social context is not threatening, and it is safe for them to express themselves without hurtful consequences. According to Baer and Frese (2003), an individual’s psychological safety reflects a work environment where employees can speak out without negative consequences. They refer to this safe environment as organizational climate for psychological safety. However psychological safety tends to be studied more at an individual or team level. For example, Edmondson (1999) related team psychological safety with learning behaviours. This author refers to psychological safety as a team concept. In this sense, the individual evaluation of the interpersonal risk should converge in the entire team. The research about team psychological safety focuses mainly on its antecedents and consequences. May, Gilson and Harter (2004), for example, focused on the influence of co- worker relations, supervisor relations and co-worker norms as antecedents of team psychological safety. On the other hand, Carmeli (2007) advanced that psychological safety is positively associated with failure-based learning behaviours. In the present paper, we advance a model focused on the team dynamics, i.e. the communication network, to explain the emergence of the psychological safety. Based on several studies (e.g., Edmondson, 1999; Edmondson, 2003; May et al., 2004; Baer & Frese, 2003) we assume that higher levels of psychological safety will positively influence team and firm performance as well as team learning behaviours. To the best of our knowledge there is no significant research using social network analysis to explain the process by which a team becomes psychologically safe. On the other hand, because psychological safety tends to be a team construct it is important to understand how team dynamics, evidenced by social network analysis, influence the formation of psychological safety through contagion processes. The goal of this paper is thus to propose a model to understand the influence of the features of the team social network on the psychological safety of team members through a social contagion process. In addition, we expect to contribute to the progress of the psychological safety field proposing a model to explain the emergence of psychological safety through the interactions between team members. Finally, we intend to make a call for further theoretical research to explain the process by which a team becomes psychologically safe. In the remainder of the paper, we begin by reviewing the literature about psychological safety and social network analysis. Then we present an analysis of the interaction between team social network and psychological safety, and present the theoretical model. We conclude by discussing the implications of our theoretical propositions. -997- Journal of Industrial Engineering and Management – http://dx.doi.org/10.3926/jiem.1115 2. Psychological Safety According to Edmondson (1999), psychological safety is defined as a shared belief that the team is safe for interpersonal risk-taking. Individuals within teams tend to adopt passive behaviours concerning their personal relationships, in order to protect their personal image. Edmondson (2003) states four personal risks that individuals face when working in teams: • when someone makes a question may be seen as ignorant; • when someone admits
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